{"id":183098,"date":"2026-05-15T05:39:54","date_gmt":"2026-05-15T09:39:54","guid":{"rendered":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-limited-kirlosbros-q4-2026-earnings-call-transcript\/"},"modified":"2026-05-15T05:43:16","modified_gmt":"2026-05-15T09:43:16","slug":"kirloskar-brothers-limited-kirlosbros-q4-2026-earnings-call-transcript","status":"publish","type":"post","link":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-limited-kirlosbros-q4-2026-earnings-call-transcript\/","title":{"rendered":"Kirloskar Brothers Limited (KIRLOSBROS) Q4 2026 Earnings Call Transcript"},"content":{"rendered":"

Note:<\/strong> This is a preliminary transcript and may contain inaccuracies. It will be updated with a final, fully-reviewed version soon.<\/em><\/p>\n

Kirloskar Brothers Limited (NSE: KIRLOSBROS) Q4 2026 Earnings Call dated May. 15, 2026<\/span><\/strong><\/p>\n

Corporate Participants:<\/h2>\n

Sanjay C. Kirloskar<\/strong> \u2014 Chairman and Managing Director<\/em><\/p>\n

Alok S. Kirloskar<\/strong> \u2014 Non-Executive Director on the Board of Kirloskar Brothers Limited<\/em><\/p>\n

Hemant Shaligram<\/strong> \u2014 Associate Vice President<\/em><\/p>\n

Analysts:<\/h2>\n

Pratik Kothari<\/strong> \u2014 Analyst<\/em><\/p>\n

Raj Shah<\/strong> \u2014 Analyst<\/em><\/p>\n

Unidentified Participant<\/strong><\/p>\n

Presentation:<\/h2>\n

Operator<\/strong><\/p>\n

Ladies and gentlemen, good day and welcome to the Tiloskar Brother Limited Q4 and FY26 earnings conference call. This conference call may contain certain forward looking statements about the company which are based on beliefs, opinions and expectations of the company as on date of this call. These statements are not the guarantees of future performance and involve risk and uncertainties that are difficult to predict. As a reminder, all participant line will be in listen only mode and there will be an opportunity for you to ask question after the presentation concludes.<\/p>\n

Should you need any assistance during the conference call, please signal an operator by pressing star then zero on your touchtone phone. I now hand the conference over to Mr. Sanjay Kirloskar, Chairman and Managing Director, Kirloskar Brother Ltd. Thank you. And over to you, sir.<\/p>\n

Sanjay C. Kirloskar<\/strong> \u2014 Chairman and Managing Director<\/em><\/p>\n

Thank you. Good afternoon everyone. On behalf of Kalosa Brothers Limited, I extend a very warm welcome to everyone for joining us on our call today. I hope you’ve had an opportunity to go through the financial results and the investor presentation which have been uploaded on the stock exchanges and on the company’s website. On this call I have with me Mr. Alok Kirloskar, Managing Director, Kirloskar Brothers International Ms. Ramakarloskar, Joint Managing Director, Kerloskar Brothers Limited Mr.<\/p>\n

Heman Shaligram, our Associate Vice President Mr. Devang Trivedi, our Company Secretary and Strategic Growth Advisors, our Investor Relations advisors. Let me begin my remarks by giving some business highlights and talking about our Q4FY26 performance. For the quarter ended 31st March 2026, consolidated revenue stood at 14,151,000,000 rupees marking a growth of 10% on a year on year basis. For the full year, revenue was 45,380,000,000 rupees reflecting a marginal growth of 1% compared to the same period last year.<\/p>\n

For Q4FY26, our domestic revenue stood at 9 billion and 91 million registering a growth of 3% year on year basis. For the full year, the revenue was Rupees 28,281,000,000 reflecting a degrowth of 3% compared to the same period last year. On the international business performance, our revenue for Q4 grew by 25%. And for the full year our revenue grew by 7%. This growth was driven by by growth in the Dutch entity, South African entity, SPP UK and SPP USA on account of a healthy order book execution along with improvement in overall product demand.<\/p>\n

The consolidated EBITDA for the quarter stood at rupees 2 billion 93 million with margin standing at 14.8%. For the full year EBITDA was 6 billion 213 million rupees with margin standing at 13.7%. PAT for Q4FY26 was rupees 1 billion 121 million and for the full year PAT was rupees 3 billion 772 million rupees. Performance during the year was impacted on the back of if you remember in Q4 there was a one time expense of rupees 258 million relating to implementation of the new Labor Codes. The total impact due to implementation of the new labor code is Rupees 389 million in FY26.<\/p>\n

As this impact arises from regulatory change and is non recurring in nature, it has been classified as an exceptional item. The group will continue to monitor further developments and revise estimates based on based on additional clarifications and notified rules. The second point is that in the first half of last year we witnessed adverse seasonal trends which affected demand in the small farm segment primarily catering to the agricultural sector. There were delays in Jaljeevan mission relating funding issues funding to dealers which affected dispatches and the production schedules.<\/p>\n

As you’re aware, the company continues to maintain strict commercial policies. While we were quite hopeful when the center released funds for the Jaljee one mission, dispatches and further manufacturing were impacted due to delays in fund release at the state level. And the third point was in addition, we had SAP based ERP implementation at the foundry operations in Kirvoskarwadi. This led to temporary operational disruptions during the transition phase impacting production levels and execution, particularly in the small and medium pump segment.<\/p>\n

However, the system has now largely stabilized and is expected to improve operational efficiency, cost control and order execution going forward. However, our domestic order book stands at Rupees 24,680,000,000, registering a robust growth of 30% over the previous year while the international order book also remains strong, growing 21% year on year to rupees 14,808,000,000. These results reflect a healthy pipeline and continued customer confidence while reaffirming the strength of our global presence and our ability to capitalize on growth opportunities across diverse markets.<\/p>\n

Looking ahead, we are optimistic about the company’s growth trajectory. Backed by a healthy mix of domestic and international business, a robust order pipeline and continued focus on operational excellence, the company is well positioned to deliver sustainable growth in the periods ahead. I’m happy to share that the Board has recommended a final dividend of Rupees 7. That’s 350% per equity share of Rupees 2 each for the financial year 2526. This dividend is subject to shareholders approval in the ensuing annual general meeting.<\/p>\n

That’s all I have to say. We can now begin the question answer session. Thank you.<\/p>\n

Operator<\/strong><\/p>\n

Thank you very much. We will now begin the question and answer session. Anyone who wishes to ask a question may press Star and one on their touchstone telephone. If you wish to remove yourself from the question queue, you may press star and 2. Participants are requested to use handset while asking a question. You may press Star and one to ask questions. Ladies and gentlemen, we’ll wait for a moment while the question queue assembles. A reminder to participants they may press Star and one to ask questions.<\/p>\n

The first question is from the line of Pratik Kothari from Unique pms. Please go ahead.<\/p>\n

Questions and Answers:<\/h2>\n

Pratik Kothari<\/strong><\/p>\n

Yes, good afternoon and thank you. So first on our standalone so we have seen very strong order inflow and building up of our order book. So we just talk about where are these orders coming from, what is going right which end, industry, etc.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Sure. Is that the only question or<\/p>\n

Pratik Kothari<\/strong><\/p>\n

No there is that two more if so so second is one. I mean we call out JJM as an issue which is hurting our execution. But in previous call we had called out that DJM was sub 4.5percent of revenue so not as material so anything else that is help that is disrupting the execution despite the strong order book that is filling up. So this two on India and then maybe later one to alok<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Okay you know the standalone order book we are seeing growth in building and construction. I mentioned that building and construction is the infrastructure is doing very well in India and the company has certain products which the competition doesn’t have and we are able to bundle those products along with others. So we are seeing good growth in building and construction in marine and defense as government of India puts in more and more emphasis on the defense industry. Oil and gas again is another area where we are seeing good growth.<\/p>\n

Some of the best numbers are coming from power. That is because of the different power stations, different types of power stations that’s both coal fired as well as nuclear which is showing good promise and water and irrigation again is also quite strong at the Moment. So these are the areas that we are seeing growth in. I think the companies product portfolio is extremely strong. We make some of the most efficient pumps and I believe that customers have started understanding lowest life cycle cost and the fact that efficiency, the loss in efficiency with our products is far less than anyone else.<\/p>\n

And therefore though our we do get premiums for our orders even against multinational companies who don’t have such products. And the other thing which you might think is a little that we are being too strict but we continue to follow despite all this, we continue to follow our commercial policies which is especially for the small and medium and Karoskarwadi range of products. We insist on in advance and we insist on letter of credit. Retail business, whether it’s from the small pumps or small and medium pumps continues to be done on cash basis.<\/p>\n

So we are maintaining very strong commercial terms and at the same time the product portfolio is very strong. I don’t know if you are following the company. You would have seen seem that the government of India itself recognized one of our products as the appliance of the year. So that is what is driving the growth. In fact all new products that fall into that category when we improve them or redesign them or come out with new products, we ensure that they meet the European minimum Efficiency index norms.<\/p>\n

So I think that also is something that customers appreciate and want to come back to us for or want to give us a premium for. As far as JJM is concerned. Yes we do. Though it is 4 to 5% it does affect one of the sectors very badly. That’s the water sector. And what we’ve seen is there have been all kinds of investigations which don’t affect the company as such but it does affect the ability to ship out products. So while we do have orders which are unfulfilled and we’ve not moved ahead on that, there are other orders where we release the products to our dealers or the contractors only when we are assured of 100% payment either in advance or an LC.<\/p>\n

So that will I think move slowly. Hopefully the problems will be behind us in the next few quarters. The other thing which we had mentioned some time ago and I think in the last quarter I said was little difficult was the implementation of the ERP in the foundry where we are trying to get exact material accounting and ensure that, you know, orders are followed, orders go out of our system as they are placed into the system. You would understand that there are many orders for different types of pumps that come together in different materials.<\/p>\n

So we want to smoothen this process by ensuring that the customer, regardless of the type of pump and the material of construction of pump, he orders it, he gets everything together and in time that has been an issue earlier, but now we expect it to sort itself out. So that was something that affected our foundry, our foundry affected our small and medium pump business. If you have a question for Alok or you have a follow up question to me, I can take that.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

No, thank you for that sir. So to Alok Bhai, one again very strong order inflow continues. This I think would this quarter will be one of the highest. So one, what is going right there and two, on margins. I mean surprisingly, I mean we did a lot of corrective actions in the past. But again, I mean keeping the SPP UK aside, which is where the issues are, but even in the US and other geographies. So when you talk about the margins and the order inflow.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yeah, so I think just to address, I’ll start with the margins because they’re connected to order inflow. When you look at slide 11 of the presentation, the big drop in EBITDA comes only from SCP UK which moves from 95 crores to 58.1 crore. 37 crore drop in EBITDA. If you look at it compared to the US it’s 3 crores. And the others in terms of real value it’s not very much. The others are doing better except South Africa which as a percentage is lower but as an actual value is higher in terms of ebitda.<\/p>\n

But I would say that this mainly is coming from the mix of the products. So to answer your question, we have more orders in the uk, a lot of them coming from oil and gas. And as I mentioned in the last quarter the service booking had reduced because as you probably know the UK power prices have crossed 30 rupees a unit, which means that manufacturing and not manufacturing actually for us, but for very energy intensive industries for which we would do the service like steel or chemicals or petrochemicals or glass industries etc.<\/p>\n

They’re struggling and they’re only idling in the UK at that level. And so the amount of service work done for them even under a framework has reduced. Like I mentioned, we have looked to diversify out of industry. I mean we diversified into industry and other areas to move away from oil and gas. But unfortunately because of misguided views of politicians, you know, even industry is struggling because of power prices. So we’ve moved to water. As I mentioned last time we won the framework agreement for United Utilities which is, which controls Basically the water supply for most, almost all of eastern England.<\/p>\n

So but it takes some time for us to, you know, bring the service work in because the first at least a quarter was an analysis, surveys, agreeing with the customer, what requires maintenance, those kinds of things. So I would say the mix has changed. The service business has reduced, the product business has increased. The order book that you see right now coming into the UK and US is fueled by oil and gas, water and data centers as a norm, like we said, oil and gas is the lowest margin, data center is great margin, but they’re not as close to service.<\/p>\n

So what we’re trying to do right now is reconfigure the sales. But looking at the order book position we feel that, and this is just indicative what I’m saying it’s not our second quarter, which is calendar year, second quarter for the international company, but closer to third quarter probably we will be able to realign the margins back to what we want. But that said, we still are very optimistic and we will probably look to get back to the margin level that we’re looking for even on a whole year basis.<\/p>\n

That’s what we are trying to achieve.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

That’s very encouraging. Thank you. Thank you and all the best.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Thank you.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Raj Shah from INAM amc. Please go ahead.<\/p>\n

Raj Shah<\/strong><\/p>\n

Yes sir, thank you for the opportunity. So my first question is on the standalone number. So we were expecting as you had mentioned in the last pod Concord as well that Q4 the year should see a back ended kind of slope like you four should show a significant growth. Well, you mentioned sir that there were issues related to SAP implementation in the foundry. But if that would not have taken place, do you see this year would have grown at double digit rate which, which was your expectation earlier.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

I think you know, the growth in the last quarter is indicative of basically the way it will continue to grow because quite a few things were smoothened out and therefore the double digit growth that we expected was actually impacted by the first quarter, second quarter and third quarter. The last quarter the sale was higher than the previous year’s last quarter. So basically now we do expect that quite a few things have gotten clear and we will continue to grow as we did earlier. That being said, there’s one big caveat in the sense that there is a war which we don’t know whether it has started or stopped or restarted and how that is going to affect, you know, but that’s going to affect everyone.<\/p>\n

Like other people, we did have problems with gas availability because as you’re aware, we do have our own foundry. We were able to quickly change over and ensure that most of the requirements were met by electricity. And that really helped us, you know, have far better numbers that could have happened. But as you can see, the order code is all there. There are. The company follows a very conservative policy of recognizing orders. There are many orders that we have which are not recognized because they’ve not met commercial terms and therefore they do not get counted as orders.<\/p>\n

So I would like to make that statement because that’s the way we operate and it might give you a sense that, you know, these all the orders.<\/p>\n

Raj Shah<\/strong><\/p>\n

Got it? Got it, sir. Secondly, you mentioned about the problems that we face under the Jivan mission scheme. Sir, recently government laid out the Jivan mission second part or second tranche where the focus will be more towards rather than infrastructure development if we go towards service delivery and the network. So given all the problems that exist in the short term, do you see this second delivery mission via our dealers can be an opportunity for the business?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

I think any spend on infra will be an opportunity for our business. Of course, we’ve learned from the first time and so have our dealers. So we will be quite careful and I hope that, you know, the rest of industry also follows because all of us in industry have had the same problem. We need to be careful and we will see, you know, there will be business out of this as well.<\/p>\n

Raj Shah<\/strong><\/p>\n

Got it, Got it. So, second set of questions. One on nuclear sector. So there are various parts to this. First is, sir, all of us read and we congratulate you for the success of the fast feeder reactor that we had supplied few years ago, the primary and secondary sodium pumps. So now when stage three starts, what, what could be the timeline that it will take for. I know it is very tough to answer, but how much time will it take and what could be the opportunity over here for us?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

I’m the wrong person to ask such a question because I don’t get the orders for the nuclear power plants. But you know, at the end of the day as we see it, and I think, I believe I had told you this last time also we are sufficiently bullish about this sector because the company has developed certain pumps using its own money. So we’ve invested in new designs, we’ve invested in new, what is it called, prototyping and testing of new pumps which we had not made before. These pumps have been totally designed in India and so the IP is controlled in India and we worked very closely with the Department of Atomic Energy.<\/p>\n

To ensure that what we make is also, you know, going to be useful for them. And I’m quite confident that despite the fact that we have made these pumps we will get, we will get orders for these kind of pumps. The opportunity is quite large. You know, government has announced that 100 gigawatts of nuclear power we generated through nuclear power. We believe that it should be closer to 200 because for Vixit Bharat we need something like 1,000 gigawatts of power and base load. If slowly the coal fired power plants go out, this will have to be done by nuclear power plants.<\/p>\n

So for the fast breeder, you know, we’ve developed most of the pumps on the primary side, the secondary side for the pressurized heavy water reactors we already had the secondary side. Now we have a large portion of products developed in house for the primary site, our primary heat transport pumps, you know, the performance of those pumps is better than what we had. We are now ensuring that the full scale prototype will be delivered on schedule to the npcil. And the requirements are quite large.<\/p>\n

I mean the Shanti bill has I believe ensure that many players who want to generate nuclear power are interested. And we see the company has made, has been asked to give budgetary quotes for all types of pumps which have been given as soon as whatever constraints they have are cleared. I believe that we will see step by step customers placing orders on pump suppliers for the different types of pumps required in a nuclear power station.<\/p>\n

Raj Shah<\/strong><\/p>\n

Got it sir, got it. That’s very helpful sir. In connection to this, the pumps that we are developing and we have in portfolio, will it also be part of the upcoming this far small module reactor program that is laid up by the government.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

The Bharat Small reactor is a 200 megawatt small modular reactor that is being designed. We are being asked to give quotations for different types of pumps. It is, I think whenever that is finalized we do expect that there will be prototype orders because it’s a totally different type of pump. It’s the small modular reactors are all light water reactors. Our company has experience in designing pumps for light water reactors and has delivered. So we expect that we will be asked to participate in tenders for development of this tender, this type of reaction as well.<\/p>\n

Raj Shah<\/strong><\/p>\n

Got it. Thank you very much sir. That was very helpful.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Thank you.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Gayatri from Catamaran Ventures. Please go ahead.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Hello sir. Thank you for the opportunity. My question is on the topic of data centers. So in the previous conversations as well you have mentioned that the scale of data centers being established in India is relatively small when we compare it to the likes of usa. However, following just the recent update of there being a mild delay in the execution of data centers even in the US how do you forecast that demand? And if we were to set up one gigawatt of like a data center, then what sort of a cost element is correlated to the pumps which are required in percentage?<\/p>\n

Do we have any idea there?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yes, I mean, just to put in context because you know, as you mentioned, everyone says a lot of data centers coming in India and compare this to the U.S. You know, I’ve had many conversations with people, but I just put some numbers to you. At the current, current time There are over 4,000 data centers operating in the US and as we speak, 2,000 data centers. Over 2,000 data centers in the US have received all planning permissions to proceed for construction. So compared to that, as you would imagine, the number of data centers in India or coming up in India are much smaller.<\/p>\n

Not to say they are not, but they are data centers. We are aware who puts them up because on one side you have consultants like aecom, et cetera, who we work with on a regular basis and. And on the other side you have the people who finance them like Brookfield and others who also we work with. So you know, that’s generally the ecosystem. And of course there are a few people like Amazon, which I mentioned earlier, with whom we work in the US and they are one of few who put up their own data center.<\/p>\n

Amazon and Microsoft, of course. So I would say that’s the general landscape for a 1 megawatt data center there. Different types of pumps. I think just to put it in context, one is the main intake, water pumps that bring the water into a data center. And the value of these pumps vary greatly because it depends whether you’re using seawater or fresh water or different kinds of water. So that changes the metallurgy of the pump. I would not want to, you know, because it will misguide you. You know, the price of a regular pump would be, I’m giving you an example, half a million dollars.<\/p>\n

But maybe the price of a seawater intake pump for the same sort of installation would be close to maybe four and a half million dollars. Just to put in context, the variation is huge depending on the intake. So it’s probably better to discuss not the intake, not the treatment, because at the next weeks, but after treatment you have, you know, the H Vac system. So you have an H Vac system which basically cools the water where we participate and that usually for the API side could be around $2 million.<\/p>\n

Then you have, and this is not just a pump, this is a containerized system. You have the FHIR package again which is about maybe $1 million is again a package system. Not just the fire pumps by themselves because nowadays most of them buy them in a container or modular unit. Then you have a booster packages which may be 200 or $300,000 which basically takes the chilled water towards the on chip cooling system. Now the on chip cooling system as a company we don’t have much exposure, much smaller pumps that go into the attached to the on chip cooling system.<\/p>\n

We don’t participate so much in that. Then you have the return system bringing the water back to the, to the chiller. So that’s, that’s the loop that I think should give you a general idea of what, what, what value is there in a hyperscale data center which usually requires 2 million liters of top up water every day.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Understood? Yes, I follow that. Thank you a lot for sharing. So essentially the end part where you said that the return cooling system. Is there pumps involved in that step as well or. No? Yes,<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

It’s similar,<\/p>\n

Pratik Kothari<\/strong><\/p>\n

It’s similar to the booster package.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

I see. Okay, got it.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Thank you very much. That’s all from my end.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Ashwini Sharma from MK Global. Please go ahead.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Yeah. Hello sir. Good afternoon and thank you very much for the opportunity. Yeah. So my first question is again on the JGM. So after this JGM2, is there been a meaningful pickup in the tendering or awarding from the orders? Any state?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Not yet that I am aware of.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Okay. And you know we have been reading news on the releasing of funds by many states. Any rough idea that how much would be, you know, outstanding at a country level for jgm?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

I think the ministry would be the best people to ask such a question.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Because<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

I, you know, because we like I always held pumps are usually one to one and a half percent of any budget.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Got it, sir. Secondly, sir, on the growth, for example, on the domestic and internationally, given the fact that you know there has been a meaningful jump in the order inflow and order backlog, is it fair to say that we can grow 15, 20% next year in FY27 in both the businesses domestic and international?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

You know, I have been saying that for the last few years that we will show double digit growth. Unfortunately last year with all its challenges we could not do that. So I will say that we’ll strive for double digit growth this year as well. You know, I cannot predict wars, I cannot predict gas shortages, but everything that is being done, whether you see, you know, new product development, that’s something that the company believes in. We believe that as a company we can develop products in India for the world.<\/p>\n

And increasingly we see a lot of people from around the world placing orders on us and the operations are being streamlined as we have mentioned and the distribution network also is being enhanced, whether it’s in Southeast Asia or whether it is in India or around the world. So fortunately for us, you know, as a nation we are in a good place and as a company, then it is our responsibility to take full advantage of that.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

And sir, on the, you know, given the fact that there’s so much of, you know, geopolitical, you know, scenario, are we facing any, any supply chain issues in the operations, raw material availability challenges, anything, you know, which are kind of, obviously it is there for most of the industries, but how are you dealing with it?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

You know, costs obviously start going up. You’ve seen the. As soon as the strait of farmers closed, none of us realized that fertilizer would be affected, helium supplies would go down causing all consequential issues. Oil prices again will affect food and agriculture. So, you know, each of these actions have consequences. And I don’t think when Mr. Trump decided to go to war, even he had thought it out very well as to where what would get affected. But you know, then it’s our responsibility as management to ensure that the least amount of impact comes on us.<\/p>\n

And fortunately, I would say with the kind of product line that we have, in the strong distribution network that we have, we are able to pass on price rises whenever required.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Just one clarification in the jjm, when you take an order, do we have that OM portion also? It is, or it is just the product.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

We just take a product order,<\/p>\n

Unidentified Participant<\/strong><\/p>\n

We just take the product out. We don’t have<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

In most of these cases, you know, sometimes if the project is also large and the products are also large, we would split the product order into a this, you know, order for the product and an order for installation and commissioning, especially when it is going to take time. But here, you know, the orders have come through dealers or contractors and usually they can handle it. Our dealers have been trained to install our products properly. So we would prefer to be paid for whatever we have provided as soon as possible.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

And other than jgm, when we look at the product business, do we have that after sales service attached to it is There a contract for that?<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Yeah, yeah, yeah. There are authorized printers and everything that the company has.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

So if I have to, let’s say, let’s say out of the domestic product order book, how much would be the after sale service in that? Is it possible<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

This kind of question does come whether it is after sales service or what portion of your business comes from energy or whatever. We, we don’t give these numbers.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Sure, no problem. Sir, thank you very much for this insight. Thank you. All the best.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Thank you.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. A reminder to all participants, you may press star and want to ask questions. A reminder to all participants, you may press star and one to ask questions. Next question is from the line of Himanshu Upadi from Steadfoot. Please go ahead.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Yeah, hi Anok. The question is to Anok. One of the places or geographies which has done pretty well for us has been us okay. From 300 crore in 22 to today it is 540 crores. Okay. And the margins are also pretty decent. How diversified is our business in that geography across the segments and products today means do we still depend on one or two particular sectors, let’s say 30, 40% of our revenue or it is much more diversified granular. So some thoughts on that and again something on product. And from here on what would be your thoughts for next three years to take that business ahead?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Mr. Upander, thank you for the question. I think like I mentioned in maybe a few calls ago that you know, the US business started with the fire business and the reason for that was as we said when we approached the old US disclosure, distributors of other companies who obviously been the distributors of those other US companies sometimes up to a century, multi generational, they were not keen to take our products at that time when we started this business. And so we finally made them take the fire product because fire product was one product where most U.S.<\/p>\n

Companies were not so keen in. And the reason that the dealers didn’t want to disturb the existing relationships obviously because spare parts that they were getting and really spare part business were getting from the historic installed base of those American companies. So you know, we entered using the fire pump business and the fire pump business grew and they liked our products and that’s how we slowly widened our scope with the distributors starting with fire pumps. And of course fire pumps don’t have any spare parts because usually a fire pump should not be used that often unless there’s a flyer and doesn’t require so much service.<\/p>\n

So it was a very fire pump heavy business. And from fire pumps we Sort of got larger and got into water and we were having traction issues. And so that’s the reason we bought Synchroflow. Synchroflow was more in the municipal business. And there was some synergies between the distributors that we had on the fire side and Synchroflow side. So that’s how together we could offer a larger basket of products from our overall basket that was available. So that said, I would say today, if you look at it, about 35% of business still comes from fire.<\/p>\n

We were not able to make a breakthrough in the water business because of the old relationships. And even though we had an excellent water product, as I mentioned in the UK water utilities, we have 85% market share in the water business. And one of the reasons for that is high efficiency of the product, but also very low downtime because all the maintenance on our products, which are LLC products, can be done from the outside. And so when data centers picked up first on the fhir side and we showed this product to them for H Vac on the water side, it was very attractive because as you know, hyperscale Data centers say 99% out, which means they only have six hours of maintenance in the entire year.<\/p>\n

So that’s the reason why suddenly this product got traction in the data center market. And now 25% of our US business comes from data centers. And the remainder of the business comes from diversified business in water utilities, retail packages for high rise buildings. So what we call booster systems, as well as municipalities, booster packages which account for the remainder of the business. So that is the case, key sector. So if I break it up, I’d say fire, that goes into commercial buildings, industrial buildings, as well as industrial sites, data centers, which by itself is a 25% chunk.<\/p>\n

And then the remainder is municipal booster systems for water and booster packages. And hvac and very small HVAC packages are mainly boosted packages that go into high rise buildings, commercial buildings, golf courses, things like that. Does that answer your question?<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

And going forward, I would say our focus is really how can we use our traction in data centers to get into other H Vac areas, because obviously we have an advantage there into other H Vac areas and enhance our what in India we call our commercial building services division or B and C division. So we look to have a holistic approach into that division on one side. And the second side is push harder into the municipal market, which like we have in the U.K. Strength in the U.K. You know, we have push harder into that and start getting the municipal market.<\/p>\n

Because the US Infrastructure as you know, has gotten older over the many years and they are investing now in infrastructure. Just like AMP8 is coming up in the UK where we didn’t see so much movement this year, but we do see the inquiries. So we do expect movement from next quarter in AMP8. But similarly there are programs in the US for growth in the municipal side. So we expect that we can participate in a better way using these existing relationships because there are a lot of common contractors for the intake water systems of a data center which obviously come from a river or from the sea.<\/p>\n

And the big municipal contract, big municipal consultants, because they are usually common, because they are working on one side with the government and the other side of private party. So they are common consultants. So that will help us take the product and it will get us into the municipal market. So those are the few sectors we are looking at, you know, extending from the base we’ve already created.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

And how many distributors would we be having now in US versus let’s say four years span.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

So approximately as just as distributors, we have about 46 distributors in the US four years ago we had 12 distributors and we had at that time one national distributor out of those 12, which is Ferguson today. Apart from Ferguson, we also have Core and Main, which is another national district. So we are adding also few big national distributors like Ferguson in the new 42. But we’re also going deeper now into every state and from the state down to all the counties to see that. Can we now further divide it?<\/p>\n

Because at least when we started in the US we were looking at a very overall country level, state level. Now of course we are able to go down to county level. So that’s really what we are doing as we deepen our footprint. But they still continue to be about 10 states in the US where we do nothing, absolutely nothing. And there are probably another seven or eight states which are partially covered. So I would say that probably one of the best covered states for us are today on the eastern coast of the US and Texas.<\/p>\n

Those are our best covered states. But as you start going to the north and as you start going to the west, our penetration is lower at the moment.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Okay, thank you Alok. And one question to both, either you or Sanjay can reply. See, one of the segments where we have a pretty wide product profile is on the power side, okay. Which is showing growth in India. But outside India, is there any market where you see the potential for that product and cross sell or cross subsidize in those markets and it becomes a large product profile for US overall or how are you seeing the situation play out on the power side outside India? Yeah,<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

So I think power is divided into nuclear, thermal and hydro. I would say our strength historically has been of course in nuclear and thermal. In these, as you know, the thermal power concept in Europe and UK has not been very palatable. And that’s the reason why our power prices today in the UK are crossed 30 rupees a unit. But Southeast Asia, we do see limited number of these projects coming up and we do participate. So in Thailand we have a good penetration. In Indonesia we have a good penetration in primary thermal power plants.<\/p>\n

We do see some coming up in the US But I think power will be very interesting for us connected to data centers because as you know, they are looking at gas fired turbines for data centers because data centers are consuming so much power even in the US that they cannot put up power plants fast enough. So they are going for gas powered turbines. So the quickest opportunity for us to use our existing strength would be there. If you ask me, where the quick opportunity and turnaround is.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

And to give you a little background, when the first independent power producers came to India in the 90s, whether it was Bechtel with Enron or other companies, Rolls Royce, Marubeni, Doosan, Daiwu, Siemens, all of them participated in the putting up power stations in India. And our pumps are running in every single one of them. This was followed by them using our pumps for their projects overseas. And one thing that we saw was other than Bechtel, which used our pumps for two very large power stations in Illinois and Texas and some smaller ones in various, some of those Sun Belt, what they call the Sun Belt states, the Europeans and the East Asians only used these pumps from us for all their projects outside of their home countries.<\/p>\n

And so that’s some. So we’ve supplied to Siemens, we’ve supplied to Alstom, we’ve supplied to the Japanese and the Koreans, but it’s more in the Middle East, Central Asia. We are also working with many Turkish companies in like CALEC or Enter for ENCA for their projects around the world because the product line is very robust product line and a lot of these companies like us to participate as far as nuclear is concerned. Yes, in India we can provide. Government has been quite liberal one or two times when we asked them for permission to quote, they first looked at where the power plant was being set up, what were the safeguards for that power plant and then gave us permission to quote for our products with those EPC contractors who are operating in certain Countries.<\/p>\n

Raj Shah<\/strong><\/p>\n

Okay. Okay,<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Shyam Maheshwari from Aditya Birla Mutual Fund. Please go ahead.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah, thank you for the opportunity and congratulations, team on a decent set of results. All of my questions have largely been answered. Just one question on the profitability bit. So on the standalone side, on the domestic business we have taken a lot of measures, particularly on cost efficiency, implementing the ERP systems. So having done all of it, how should we think of profitability margins improving, especially with execution of the high order book that we have that is on the standalone side and for Alok, similar question on the international piece.<\/p>\n

Of course, FY26 was sort of a disappointing year in that sense. But now again, with the order book coming back and the inquiry pipeline looking decent in Amgate, should we expect the profitability to revert back to our FY25 numbers? Yeah, so those questions basically.<\/p>\n

Hemant Shaligram<\/strong><\/p>\n

So just to answer your question on the standalone bit, couple of areas we are working on towards growth of the profitability. One is operational efficiency. You know that our plants and our operations are quite complex. So this cannot be done overnight. It will have to be done in a staggered manner. We are very foundry intense and we have five foundries. We have concentrated on one of the largest ones this year. We did have a few ticking issues, which is why we were hit on the revenue side because as you know, we have a healthy order board but because of some teething issues with the foundry that did hurt our dispatch.<\/p>\n

The other aspect was in terms of the war and gas shortages, there were supply chain disruptions for our retail business as far as gas shortages were concerned. But we have now in some ensure that we hedge risks towards those gas shortages by enhancing capacity internally. So this should not be a problem going forward. As our chairman has mentioned, in this manner we strive to enhance our performance as far as profitability is concerned. I hope I’ve answered your question.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah, yeah, it does. And Alok, on the international side,<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yeah, especially I think we discussed earlier that the issue was not just the orders, but is the mix that we are looking at and, you know, the mix needs to move back to services, which is what we. I said earlier, you know, when this question was asked, I think by Pratik at the start that, you know, we are looking to move it back towards FY25 in terms of percentage and actual margins because, you know, we do expect the service business to come back as we diversified even further now away from industrial, towards more core industries or industries like water, you know, which are Imperative for human requirement because that’s the only thing we can do to, you know, keep either dodging volatility or misguided government views.<\/p>\n

And so that’s really what we have done. So we do expect that we will get back to that level. The order book, as you know, is strong, but the order book is more tuned towards, like I mentioned earlier, energy, water and data centers. And the margin or the higher margin comes more from services. So that’s really what we’ve been focusing on. And we’re retuning mainly in the UK for moving into services now into enhancing the service percentages from water and power because that will have a little bit more dependability than industrials, which we hope will ensure that there is less volatility going forward.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah, it does. And just one follow up to that. So we had seeded, I think Microsoft in the US as a framework contract and data center. Amazon. Sorry, my bad. Have you been able to get any other successes there or are you seeing something in the pipeline development?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yeah, we actually have many data center opportunities and even as we speak right now we have eight data center packages on the shop floor in the us so going to various, various data centers. The model as you probably know, has changed because Google, not Google, sorry Microsoft and Amazon are the ones who are the most active putting up their own data centers. But a lot of the other players are getting data centers put up by. I’m just putting a name out there in many companies like this. But one of the big names of course is Brookfield.<\/p>\n

So these are the one who put up these big data centers and then these are basically become like annuity revenue to the private equities when people like as an example, let’s say SAP or someone else comes and uses that data center for putting in there or hosting their customers. So we are also working more closely with the large private equities now. And we are also couple few meetings back I had mentioned that we work with UK Export finance for projects in water, but UK Export Finance is also working with us now with people like Brookfield and others to approach them for financing, which is ECA financing, export credit agency financing for these kinds of data centers because they are able to give long financing arrangements, usually 22 years after commissioning and at very concessional rates.<\/p>\n

And of course the requirement is that the product has to come from the country that provides the ECA funding. So let’s say if it’s UK EF, then it would have to be UK. So that’s quite interesting. And they do provide 85% financing for the entire project value as long as 25% content comes from let’s in this case say the UK. So we are using all the options that are available to get better traction with even the private equities because we do understand what makes them tick.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Interesting that all the best team for the next day.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Ashish from LEO Capital. Please go ahead.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Hi. Thank you for taking my question. My question has been partially answered. I just confirmed that 25 30% of the SVP US revenues liquid cooling application. Is the understanding correct?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yes. Data centers. Not just liquid data centers. Yeah. Because like I mentioned a few categories of data centers. It’s data centers<\/p>\n

Pratik Kothari<\/strong><\/p>\n

So segment of order book<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

But not intake water systems of data centers. Just so that you have a better.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

This comes under which segment of the order book<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

It will come in STP Inc.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

No, no order book. Order book.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

I don’t know. If you break the order book like this,<\/p>\n

Unidentified Participant<\/strong><\/p>\n

I don’t believe it. Yeah,<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

I don’t Broken like this.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

Yeah, we just. It’s<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Not that the liquid cooling application of the AI data center comes under building and construction.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

No.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Okay. Okay. Sorry. Who do we compete with in this space in the DC liquid cooling application who are the US Incumbents?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

The US the North American incumbents take home and then Grundfos has a division in America Xylem so we compete against them.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

And are we cheaper on a cost basis?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

We’re not cheaper but you know we changed the model before to a modular model<\/p>\n

Pratik Kothari<\/strong><\/p>\n

And<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

We provide a container system to them, you know which has the pump, the control system that already is pre piped and it’s just plug and play with a containership in something that looks like a shipping container or it can look like like a house depending on what they specified. And it just sits next to their the data center ready made and plugs in on. On let’s say for the cooling application on one side the water source and the other side of the chiller.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Got it. Thank you. Thank you.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Plugging play type of equipment. I think it’s better value for them. They don’t need to think much. Their architects don’t need to think think much. All they need to do is tell us the dimensions available, the amount of water they need at what pressure, what temperature and we can supply a system pump house which has both fire and utility requirements can be met.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Got it. Got it. Okay. Thank you. Thank you.<\/p>\n

Sanjay C. Kirloskar<\/strong><\/p>\n

Solution than Grundfos or the other companies can give who operate only in one of these Segments.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Thank you.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Also, I think one important aspect is that the lead time for data centers usually is 18 to 24 months. So from that point of view, you know, it saves some construction time for them for let’s say a pump house because we just drop a container in there next to the main building.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Next question is from the line of Nirman from Unique pms. Please go ahead.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah, so thank you for the opportunity. My question is again on the international bit. So while you mentioned that the profitability was affected by the UK operations, but if we see for this particular quarter profits across entities, I mean even the US and the Dutch entities, the South African entity also was lower. So is there any particular reason for this?<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Yes, I mean you’ll appreciate that this quarter, While it is KBL’s quarter four, it is their first quarter. So normally their first quarter is a little bit slower in, you know, comparatively. But I would say the first quarter, it varies really because it’s the first quarter, it depends very often on what is the spillover from the last, from the previous year into the first quarter. So as an example, SPT UK last year had a good spillover from Q4 into Q1 and that helped their first quarter and that was also similar for the Dutch entities last year.<\/p>\n

So I think that’s really what it depends. But there’s nothing in particular. I wouldn’t say that there is anything that I would say necessarily on that. I would look at it more from a year to year point of view and that’s what I mentioned earlier on the same slide 11 with the exception of SPP UK because the mix, you know, like I said, the service is lower. All the others were better off than the previous year.<\/p>\n

Pratik Kothari<\/strong><\/p>\n

Yeah, got understood. Thank you and all the best.<\/p>\n

Operator<\/strong><\/p>\n

Thank you. Due to time constraint, that was the last question of the day. I now hand the conference over to Mr. Hemant Charligram for closing comments. Thank you.<\/p>\n

Unidentified Participant<\/strong><\/p>\n

We thank you everyone for joining the call today. We hope we were able to provide you the comprehensive overview of our business and address your career satisfactory. Should you have any further question or require any additional clarification, please free to reach out to hca, our investor relation advisor. Thank you once again for your continued trust and support. Wishing you everyone a very pleasant day ahead. Thank you.<\/p>\n

Alok S. Kirloskar<\/strong><\/p>\n

Thank you.<\/p>\n

Operator<\/strong><\/p>\n

Thank you on behalf of the Kirloskar Brother limited that concludes this conference. Thank you for joining us and you may now disconnect your lines.<\/p>\n","protected":false},"excerpt":{"rendered":"

Note: This is a preliminary transcript and may contain inaccuracies. It will be updated with a final, fully-reviewed version soon. Kirloskar Brothers Limited (NSE: KIRLOSBROS) Q4 2026 Earnings Call dated May. 15, 2026 Corporate Participants: Sanjay C. Kirloskar \u2014 Chairman and Managing Director Alok S. Kirloskar \u2014 Non-Executive Director on the Board of Kirloskar Brothers […]<\/p>\n","protected":false},"author":2377,"featured_media":147581,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[6349],"tags":[10169,9175,9104,9092,14492,10089],"class_list":["post-183098","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-transcripts","tag-earnings","tag-earnings-call","tag-earnings-conference","tag-earnings-transcripts","tag-financial-results","tag-quarterly-earnings"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"https:\/\/alphastreet.com\/india\/wp-content\/uploads\/2023\/05\/Transcript-thumbnail.jpg","jetpack_likes_enabled":false,"jetpack-related-posts":[{"id":145803,"url":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-limited-q4fy23-earnings\/","url_meta":{"origin":183098,"position":0},"title":"Kirloskar Brothers Limited Q4FY23 Earnings","author":"Karan_Singh","date":"May 11, 2023","format":false,"excerpt":"Kirloskar Brothers is a part of the Kirloskar Group engaged in the business of engineering and manufacturing of systems for fluid management. 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Presenting below are its Q1 FY26 earnings results. \u00a0\u2026","rel":"","context":"In "AlphaGraphs"","block_context":{"text":"AlphaGraphs","link":"https:\/\/alphastreet.com\/india\/category\/infographics\/"},"img":{"alt_text":"Kirloskar Brothers Q1 FY26 Earnings Results","src":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=700%2C400&ssl=1 2x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=1050%2C600&ssl=1 3x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/08\/6-18.png?resize=1400%2C800&ssl=1 4x"},"classes":[]},{"id":172694,"url":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-q2-fy26-earnings-results\/","url_meta":{"origin":183098,"position":2},"title":"Kirloskar Brothers Q2 FY26 Earnings Results","author":"Chirag Gupta","date":"November 24, 2025","format":false,"excerpt":"Kirloskar Brothers is a part of the Kirloskar Group engaged in the business of engineering and manufacturing of systems for fluid management. The core businesses include large infrastructure projects (Water Supply, Power Plants, and Irrigation), Pumps, Valves, Motors and Hydro turbines. \u00a0 Q2 FY26 Earnings Results Consolidated Revenue: \u20b91,023.80 crore,\u2026","rel":"","context":"In "AlphaGraphs"","block_context":{"text":"AlphaGraphs","link":"https:\/\/alphastreet.com\/india\/category\/infographics\/"},"img":{"alt_text":"Kirloskar Brothers Q2 FY26 Earnings Results","src":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=700%2C400&ssl=1 2x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=1050%2C600&ssl=1 3x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/11\/Kirloskar-Brothers-Q2-FY26-Earnings-Results.png?resize=1400%2C800&ssl=1 4x"},"classes":[]},{"id":141401,"url":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-limited-kirlosbros-q3-fy23-earnings-concall-transcript\/","url_meta":{"origin":183098,"position":3},"title":"Kirloskar Brothers Limited (KIRLOSBROS) Q3 FY23 Earnings Concall Transcript","author":"IRS_INDIA","date":"February 13, 2023","format":false,"excerpt":"Kirloskar Brothers Limited (NSE: KIRLOSBROS) Q3 FY23 Earnings Concall dated Feb. 13, 2023 Corporate Participants: Sanjay Kirloskar\u00a0--\u00a0Chairman and Managing Director Alok Kirloskar\u00a0--\u00a0Managing Director Rama Kirloskar\u00a0--\u00a0Joint M.D., Kirloskar Brothers Limited & M.D., Kirloskar Ebara Pumps Limited Chittaranjan M. Mate\u00a0--\u00a0Chief Financial Officer Analysts: Mahesh Bendre\u00a0--\u00a0LIC Mutual Fund -- Analyst Renjith Sivaram\u00a0--\u00a0Mahindra Manulife\u2026","rel":"","context":"In "Earnings Call Transcripts"","block_context":{"text":"Earnings Call Transcripts","link":"https:\/\/alphastreet.com\/india\/category\/transcripts\/"},"img":{"alt_text":"Earnings Conference Call Transcript","src":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2020\/09\/Transcript-thumbnail-e1657213425955.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2020\/09\/Transcript-thumbnail-e1657213425955.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2020\/09\/Transcript-thumbnail-e1657213425955.jpg?resize=525%2C300&ssl=1 1.5x"},"classes":[]},{"id":175890,"url":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-limited-kirlosbros-q1-2026-earnings-call-transcript\/","url_meta":{"origin":183098,"position":4},"title":"Kirloskar Brothers Limited (KIRLOSBROS) Q1 2026 Earnings Call Transcript","author":"News desk","date":"January 22, 2026","format":false,"excerpt":"Kirloskar Brothers Limited (NSE: KIRLOSBROS) Q1 2026 Earnings Call dated Aug. 04, 2025 Corporate Participants: Unidentified Speaker Sanjay Kirloskar \u2014 Chairman and Managing Director RAMA KIRLOSKAR \u2014 Joint Managing Director and Managing Director of Kirloskar Ebara Pumps Limited ( Alok Kirloskar \u2014 Non-Executive And Non-Independent Director, And Managing Director Kirloskar\u2026","rel":"","context":"In "Earnings Call Transcripts"","block_context":{"text":"Earnings Call Transcripts","link":"https:\/\/alphastreet.com\/india\/category\/transcripts\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2023\/05\/Transcript-thumbnail.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2023\/05\/Transcript-thumbnail.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2023\/05\/Transcript-thumbnail.jpg?resize=525%2C300&ssl=1 1.5x"},"classes":[]},{"id":168690,"url":"https:\/\/alphastreet.com\/india\/kirloskar-brothers-ltd-q4fy25-10-fall-in-profits\/","url_meta":{"origin":183098,"position":5},"title":"Kirloskar Brothers Ltd Q4FY25; 10% fall in Profits","author":"Chirag Gupta","date":"June 6, 2025","format":false,"excerpt":"Kirloskar Brothers is a part of the Kirloskar Group engaged in the business of engineering and manufacturing of systems for fluid management. The core businesses include large infrastructure projects (Water Supply, Power Plants, and Irrigation), Pumps, Valves, Motors and Hydro turbines. Financial Results: Kirloskar Brothers Ltd reported Revenues for Q4FY25\u2026","rel":"","context":"In "AlphaGraphs"","block_context":{"text":"AlphaGraphs","link":"https:\/\/alphastreet.com\/india\/category\/infographics\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=700%2C400&ssl=1 2x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=1050%2C600&ssl=1 3x, https:\/\/i0.wp.com\/alphastreet.com\/india\/wp-content\/uploads\/2025\/06\/1-3.png?resize=1400%2C800&ssl=1 4x"},"classes":[]}],"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/posts\/183098","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/users\/2377"}],"replies":[{"embeddable":true,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/comments?post=183098"}],"version-history":[{"count":1,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/posts\/183098\/revisions"}],"predecessor-version":[{"id":183100,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/posts\/183098\/revisions\/183100"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/media\/147581"}],"wp:attachment":[{"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/media?parent=183098"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/categories?post=183098"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/alphastreet.com\/india\/wp-json\/wp\/v2\/tags?post=183098"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}